Naval Sea Systems Command Small Business Innovation

Research Program

2016 SBIR/STTR Transition Program (STP) Kickoff

15 July 2015

Dean Putnam NAVSEA SBIR Program Manager SEA 05T1R202-781-3261, dean.r.putnam@navy.mil

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Naval Sea Systems Command

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We design, build, deliver and maintain ships and systems on time, on cost for the United States Navy.

We are the Nation’s team accountable for the health of its Navy• We must purposefully operate to ensure the U.S. Navy can protect and

defend America.• We must be supported by a modern, efficient industrial base.• We must be a world-class employer of choice that inspires innovation.• We must set the value-added standard for acquisition, engineering,

business and maintenance.

Mission:

Vision:

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NAVSEA Org Chart

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NAVSEA SBIR PO

NAVSEA SBIR Functional Organization

NAVSEA Program Office

PEO CVTM

Blenda Gatelyblenda.gately@navy.mil

PEO IWSTM

Douglas Markerdouglas.marker@navy.mil

PEO LCSTM

Patrick Karvarpatrick.karvar@navy.mil

PEO SHIPSTM

Robert Mitchellrobert.t.mitchell@navy.mil

PEO SUBSTM

Patrick Tylerpatrick.a.tyler@navy.mil

NAVSEA Dir TM

Ryan Shealyryan.shealy@navy.mil

NAVSEA SWG

NAVSEA BoD

NAVSEA SBIR PMDean Putnam

dean.r.putnam@navy.mil

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Focuses on the design, construction, delivery, and conversion of submarines and advanced undersea and anti-submarine systems

Focuses on the design, construction and delivery, and life-cycle support of all aircraft carriers and the integration of systems into aircraft carriers.

Manages surface ship and submarine combat technologies and systems, and coordinates Navy Open Architecture across ship platforms. 

Responsible for acquiring and maintaining the littoral mission capabilities of the LCS class ship.

Manages acquisition and complete life-cycle support for all U.S. Navy non-nuclear surface ships.

Focuses on the design, construction, delivery, and engineering needs for SEA05, SOCOMs, EOD and Divers

NAVSEA

SBIR Success At-Sea SSTD TEST

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Small Businesses Involved

PEI Anti-Torpedo Torpedo (ATT) Launcher

SEACORP Launcher Mechanism

In-Depth Engineering Software Algorithms

3 Phoenix Detection and Targeting System

SBIR Success story – Supporting Real World Need for ATT

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Strong

Strong

*Wea

k Ti

esTies

Ties

Problem

Weak Ties

Between

Small Business

And Government

Opportunity Ensure Government

Leadership knows thatOpen engagement with

Small Business is:-Allowed-

-Encouraged--Valuable-

False sense of legalistic rules prevents full engagement between Government and Small Business

Key to getting the most value from Small Business is to Increase Communications

IMPROVING SMALL BUSINESS ENGAGEMENT

Understand the End User’s Need

• You have a great product, but does the end user need it?– If your device is 10x better than what is currently being used, but the current

device meets the requirement, they aren’t likely to use your technology unless there are cost and/or weight savings

• Form, Fit, Function– You may meet the need, but do you satisfy the systems requirement?

• Does it meet their timeline for insertion?– Acquisition Schedule, Block upgrade, Software drop, Platform service life

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Demonstrate the Value You Bring

• PEO/PMS programs are driven by– Cost savings– Weight savings– Capabilities – Space savings

** How Can You Help?

• Know your end user and establish relationships– Prime– Supplier– Government

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What is Your Plan?

• Business– Develop a Business Plan

• What do you want / don’t want to do? • How does it support the customer’s need?

• Marketing– Scientists & Engineers – Technical Detail– Program Managers – Business / Acquisition Details

• Production / Insertion– Via a Prime– License to a Navy producer– Flexibility in data rights negotiation

• Technology Transition Strategy– Know who has authority to transition your product– Clearly identify schedule, milestones, funding for transition– Consider CRP and TTAs with your TPOC

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Start Planning your Transition Strategy at the Beginning of Phase II. You Cannot Transition Without the Support of the PEO or Prime

Transition to Phase III and into Acquisition

• Again… Know your customer’s needs

• Demonstrate the value you bring – business case analysis showing better/faster/less expensive

• Have a flexible business model – be prepared to contract as a prime to the Navy or as a subcontractor to a Navy prime, or to license your technology to a producer

• Keep your TPOC engaged– TPOCs are your government gateway for Transition

You are Your Own Greatest Advocate:Search for opportunities & market your technologies

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Responsibilities of the Small Business in Phase II

• READ YOUR CONTRACT• Phase II work should build on the work completed in Phase I and

should focus on technology development for prototype• Companies are responsible for several deliverables throughout the

duration of Phase II:– Monthly Progress Reports (monthly for duration of effort, first report due at

35 days after contract award)– Program review (every six months with final review 30 days from end of

contract)– Preliminary Report for base and each option (45 days prior to contract

close)– Final Report for base and each option (30 days after contract or mod

closes)– Project-Specific Deliverables per CDRLs (TPOC and SBC should define

what deliverables are required at the kickoff)

• Ensure that performance is in compliance with contract requirements (quality, cost, schedule, report markings, and report distribution)

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People You Need to Know

• TPOC – gateway into the Government

• COR – reviews invoices against cost proposal and reports to Contracting Officer

• Contracting Officer – responsible for all contracting actions and any changes

• Program Office Representative – usually sets requirements for transition

• Technology Manager (TM) – manages SBIR efforts across the PEO (could assist in other transition targets)

• Technical Warrant Holder (TWH) – gateway for technology insertion gateway for Navy platforms

SBC should know them by name

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Summary of Key Points

• SBIR Programs are effective resources successfully bringing small business technological innovation to the Navy

• Market your technology while in Phase II to acquisition programs and elsewhere to commercialize or transition to Phase III and into the acquisition process

• NAVSEA has an excellent Phase III technology transition record

• Ensure your compliance with contract performance requirements

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BACKUP

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“The Power of SBIR!”

Technology InsertionAnd modernizationBudgets• Develop once use many places • Instant market for SBIR products / processes

CCSM

DarlingtonSCS C4I & IM&M Technology Combined Operations Wide

Area Network

Planning SystemsGCCS Development &

COTS Applications

DSRAdvanced Information

SystemsSoftware Migration Legacy

Trainer

Photonics Mast Workstation

STERN / PROPULSION

CSCArray Improvement

VIRGINIA Class Submarine

WEAPON LAUNCH, STOWAGE & HANDLING

ProgenyTools for VME InteractiveAcoustic Analysis Process

Multi Tube Weapon Simulator

Common Weapon Launcher

PRESSURE HULL

CompudriveElectromechanical Actuator and COMT

AUXILIARY MACHINERY ROOM

NoesisHigh Performance

Brushes Technology

MSIAcoustics Sensors

RITE-Solutions

MikelAdvanced Software

Trident SystemsMobile Computing for

Submarine Applications

TCNOA Concepts

Acquisition Coverage• Blanket coverage by Major Ship programs

• Local coverage by PMOs

Leadership Commitment• PEO leadership recognizes

value• SBIR is centerpiece of SB

program in TSUB

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PEO LCS SBIR Technologies

SBIR Technologies for DDG 51 Class ShipsSBIR Technologies for DDG 51 Class Ships

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Energy Dashboard Fuel Management

Decision Aid

Flight Deck Safety Nets

Bulkhead Shaft SealOn-line Wireless

Vibration Monitoring

Corrosion Preventative Coverings

High Load Roller Bearing

LED Lighting

High Temperature Superconducting

Degaussing

Energy Storage Flexible

Infrastructure

NAVSEA Footprint

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